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Don't Think – just do it Think – don't just do it “You have to break some eggs...”“Understand the business”

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Discussion Points 3 Agile misconceptions about waterfall  Agile evangelists use the term “Waterfall” as a synonym for “Bad” which makes it hard to understand the real differences between Agile and Waterfall 3 Problematic Agile ideas  Areas where Agile ideas are slow, more costly or delivers lower quality than Waterfall 3 Conclusions

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Misconception 1: Agile – the term Agility is good It does not come from calling it Agile Development agility  Short code release cycles  Few programming constraints Business Agility  Fast reaction to business change  Having a consistent understanding of the business and how it is supported by software

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Misconception 2: Show Your Work to Other People Cary Millsap (Agile):  Release Early  Release Often Marc de Oliveira (Waterfall):  Get feedback on analysis  Get feedback on design  Get feedback on implementation Showing Design  Can cloud users' ability to focus on the big picture (improving the business)

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Misconception 3: Welcome Changing Requests Cary Millsap (Agile Manifesto):  Welcome changing requirements even late in the development Marc de Oliveira (Waterfall):  Even if they conflict with other requirements?  It does not make sense to spend time working on outdated requirements Salmon jumps … but the earlier you identify a problem the cheaper it is to fix it

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Problem 1: How or What ? Both are important:  How : The activities to be supported  What : Things of interest to the business Cary prioritizes How over What  To focus on one problem area at a time  Data can be changed later if it is wrong Marc prioritizes What over How  As Data is more stable and reusable than Process  Activities are easier to change

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Problem 2: The Product Owner Agile methodology handles the issue of “understanding the business” by defining the role of a Product Owner The Product Owner  represents the collective requirements  understands the inter dependencies  knows how to prioritize requirements Ie Scrum “outsources” the responsibility of having a consistent view of the business

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Example (1) Application for educational organization Priority 1: Students and their courses

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Conclusion 1 (1) Understanding of the Business Cary Millsap's methodology (Agile)  Start with the primary requirement  Discuss it with key users  Develop a prototype  Get acceptance  Repeat with next requirement

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Conclusion 1 (2) Understanding of the Business Marc de Oliveira's methodology (Waterfall)  Identify all the things of interest (terms) … and their relationships Consolidate conflicting understandings  Understand all essential activities … based on consolidated terminology Consolidate conflicting understandings  Design and implement processes to support the business

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Conclusion 2 Agile is a Coding Methodology Every Sprint must result in running code  “Working software is the primary measure of progress”, The Agile Manifesto All requirement questions are deferred to the Product Owner  It is not part of Scrum methodology how the product owner establishes an understanding of the overall business requirements

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Conclusion 3 (1) Understanding vs Speed We have to understand the business  to build the right system  to discover defects early  Conclusion: use Waterfall We want to deliver faster  Conclusion: use Agile Is there a compromise ?